Appendix a Project Outcomes & Activities, Indicators of Success

Appendix A – Project outcomes & activities, Indicators of Success

Outcome 1

 We anticipate an increased number of people benefiting from the activities and services offered by organisations and individuals in the building; ideally we will double numbers to 150-200 per week by the end of 2013.

 We will not be satisfied until we can observe that the people accessing services and activities reflect the local demography; this is a harder target for which we will aim to achieve by the end of 2014

 We see no reason why, by the end of the project, we should not have maximum room occupancy, catering to the various needs of local people.

Outcome 2

 We will encourage Peter’s Café to extend its opening hours to five days per week as soon as resources are available.

 We hope to be in a position to offer the Night Shelter organisers the facility of 20 beds for the winter of 2013/14.

 We plan to brainstorm with agencies working with the elderly to identify local need and gaps in service provision; we could extend services for the elderly from one to three sessions each week by the end of the project.

Outcome 3

 Having provided three consultation/treatment rooms, we will work to ensure that they are used to maximum capacity; this will entail developing our embryonic but potentially robust relationships with local organisations like Hoxton Health to provide space and facilities for exercise, relaxation and other health promoting activities for those over 60 by the end of 2013.

 Our new kitchen will be designed as multi-purpose, and the hub of what we offer as hosted space for many and various activities; a café, a community kitchen, and a support facility providing refreshment to a variety of activities and events. This multi-faceted facility will be operational by the summer of 2013.

 Through the warmer months of the year, we will use the newly created south terrace for relaxation and recreation; we will work towards assimilating the growing capacity of the space to offer “grow and cook” ventures, which have huge potential to engage people of all ages and social backgrounds. Outcome 4

 By the end of 2013, we aim to double the number of occasions when the newly refurbished facilities are used by families to mark life events both solemn and celebratory, and by groups for their events and gatherings.

 Over the same period, we will extend the amount of time when the building is used by local organisations for meetings; we will explore the potential of using the space more frequently for conferences and training.

Project Activities

Year 1

 We will continue to provide a cold-weather night shelter providing 15 guests with friendship, advice, bed, shower, cooked supper and breakfast.

 We will continue to support the London Catholic Workers in their running of Peter's Cafe - a drop-in centre three days/week, offering a warm, friendly environment with healthy food at affordable price (or none)

 We will continue to run the Freedom Club - a planned and varied programme of activities for the over-60s including crafts, exercise, films, talks and outings.

 We will continue our relationship with those providing acupuncture, yoga, pilates and life drawing classes, and provide space for our Alcoholics Anonymous group.

Year 2

 Having designed and constructed a kitchen influenced by their specification, we will complete negotiation with Shoreditch Spa to provide a community kitchen offering training and advice on how to shop, cook and eat more healthily; this will include the opportunity to eat together, interacting with other health-related activities in the building.

 Having consulted with both main stream community health service providers and those working in alternative complementary healthcare, we will invite partners to firm up on a plan for use of the three counseling/treatment rooms specially designed and built for generic health promotion.  Having provided appropriate display facilities within our space, we will revisit conversations with Hackney Archives re a project to record memories and collect memorabilia from members of our highly diverse community.

 Having constructed a sunny and safe external South Terrace, and made it accessible, we will continue our conversations with an identified partner to provide a Parent and Toddler Drop-in.

Year 3

 We will keep under review how the building will be used, on what principles, and to what best effect; the situation will remain fluid and changeable. We are determined to be in a position to react swiftly as the economic and social climate adapts and changes and also to respond to the successes and failures made evident by the monitoring and evaluation mechanisms we will have put in place. There will be a constant need to manage demand, assess priorities, evaluate achievement and assess community benefit.

Appendix B – financial forecasts, background & assumptions

SECTION FIVE: Financial Forecasts

The first chart below summarises our Income and Expenditure forecasts for the years 2013 – 2015. The following three charts provide breakdowns – monthly for 2013 and quarterly thereafter. Accompanying cash flow statements are attached as Appendix G.

INCOME 2013 2014 2015

Rental/Charges Week day activities 16,750 25,760 26,680 Weekend parties/events 4,550 7,720 8,000 Permanent tenant(s) 6,120 8,100 8,100 Other Income PCC staffing contribution 15,000 15,000 15,000 Night Shelter donations 2,000 2,000 2,000 5% of clergy 1,200 1,320 1,400 50% Parish administrator 3,000 3,120 3,320 BLRC marketing/publicity 7,000

3 TOTAL INCOME 55,620 63,020 64,500

EXPENDITURE

Rental/Overheads St Peter De Beauvoir PCC 15,660 21,000 22,040 Office running costs 580 960 1,160 Equipment/depreciation/repairs 6,000 1,500 1,500 Marketing/PR Launch 1,500 Publicity 2,400 2,000 2,100 Website 3,000 1,500 1,600 Salaries/Fees Project Manager 17,280 25,880 25,880 5% of clergy 1,200 1,320 1,380 50% of Parish Administrator 3,000 3,160 3,320 Community development 5,000 5,700 5,520 TOTAL EXPENDITURE 55,620 63,020 64,500 Background and Assumptions

INCOME

Rental/Charges

Context: Due to the recent local trend of converting large spaces into high-end residential accommodation, there is a shortage of affordable space in the area for people to conduct their activities, offer and access services and hold their gatherings. St Peter’s Crypt has a long-standing reputation for hosting such services and activities, and even in its un-refurbished state is already much used by the local community. The Crypt is centrally located, and the activities and services which take place there have been well researched so as to be relevant to local need. The community fundraising drive (currently stands at £46,000) has resulted in a mounting sense of anticipation and excitement about the newly refurbished facility.

Week-day activities: The formula used for calculating income from week-day activities is weeks per year usage x hours per week usage x hourly rate. We have used as a starting point the level of take-up in the 8 months from May 2011 (when the Crypt reopened after Phase 1 work ended) to the end of the year which brought in a total of £15,000.

Weeks per year usage: We currently estimate that the Crypt is busy for 46 weeks per year, with one fallow week at Christmas and Easter and reduced occupancy in August. This could change as activities increase – particularly activities for young people – but years 2 and 3 are based on the current 46 week level of activity. Year 1 has been calculated on the basis of a 38-week year to allow for the possibility that construction work overruns.

Hours per week usage: We have been deliberately conservative in our estimate of weekly usage, not least because of the impending economic down-turn. In addition, we have estimated hours per week usage in Year 1 at only 22 hours to reflect the possible loss of business due to the temporary closure of the building. In Year 2 we anticipate this rising to 28 hours per week and in Year 3 to 29 hours per week.

Hourly rate: The hourly rate of £20 for both the large hall and smaller meeting room will be maintained for as long as possible. The community questionnaire identified ‘affordable meeting space’ as a priority in the area. For this reason the current hourly rate of £20 for both the large hall and smaller meeting room will be maintained as long as possible so as to ensure broad-based access and affordability.

5 Weekend parties/events: In addition to booking space at an hourly rate during the week, local people will also have the opportunity to book the entire let-able space at the week-end (full-day or half-day) for events such as weddings, parties and conferences. These tenants will be able to use the large hall, smaller break-out room, cafe-foyer, toilets, kitchen and terrace. To ensure that all members of the community have equal access to this facility we will operate a sliding scale of hire charges from £50 to £400 per day.

Permanent Tenant: Included in our plans are three adaptable, sound-proof consulting rooms, each of 10 sq.m. dimension. We will be seeking permanent tenants for at least two of these rooms as a key plank in our financial sustainability strategy. The figure of £8,100pa is the result of consultation with a local estate agent and has been set very much at the lower end of the commercial rate in order to attract the right tenant, preferably in the field of health promotion. A formal lease will be drawn up with the new tenant/s. To allow for builders’ overrun, we have assumed the permanent tenant will not be able to take up residence in Year 1 until April 2013

Other Income

PCC staffing contribution: reflecting the support to the project from St Peter de Beauvoir church, the PCC has voted a contribution of £15,000 earmarked for staffing costs such as a Project Manager. St Peter de Beauvoir will hold full employment responsibilities for this new post.

Night Shelter donations: a successful annual appeal for the Cold Weather Night Shelter has run since 2004 raising typically £2,000 ring-fenced for night shelter expenses

Clergy: 5% of clergy salary is included in Income to reflect the level of outreach work and community relationship-building that is carried out by members of St Peter’s clergy. Similarly 50% of parish administrator salary represents the amount of time that is spent on Crypt-related tasks such as bookings, maintenance etc. Since the Crypt project is not charged for these in-kind contributions, these figures appear in both Income and Expenditure giving a zero result.

Community fundraising: We have not included community fundraising in our forecasts. The local community has worked incredibly hard over the past two years to reach the £50,000 target and we feel it is time to give them a rest! In reality it is highly likely that fundraising events such as art fair, quiz nights etc., will continue but we plan to reserve any funds raised for specific events and emerging needs such as the community kitchen project. EXPENDITURE

Rental/Overheads

St Peter’s Crypt operates as an activity of St Peter’s church (the named BLRC applicant) and its finances incorporated into the same single set of annual accounts. All rentals and other income deriving from the Crypt is paid into the church account, and all running costs of the Crypt paid out of it. However once the Crypt is fully refurbished, and our activities expanded, it is important that we know where we stand in terms of Crypt income and expenditure, so that we know how sustainable our project is and where our development opportunities lie. To this end the Crypt project will pay an agreed ‘rental/overheads’ charge to St Peter’s Church each month, this figure to cover gas, water, electricity, insurance, cleaning, gardening, external maintenance (roof, gutters etc.). This mechanism also means that the Treasurer will not need to make somewhat arbitrary allocations to different areas of the building.

Marketing/PR

 Launch: a high-profile launch event – funded by BLRC - is planned for May 2013 and is not a recurring expense

 Publicity: This includes the design and print of a Crypt brochure (which will require regular revision), posters, flyers and banners for individual events. Also included is the cost of advertisements placed in local newspapers and specialist journals.

 Web: this category includes the design of a newly created Crypt website and site maintenance thereafter.

Salaries/Fees

 Project Manager: this will be a 0.5 appointment (see Section 3 staffing) in Year 1, rising to 0.75 in Year 2. S/he will be supported by a percentage of the Parish Administrator’s time as mentioned above.

 Community Development: Although it is recognised that community outreach is an integral part of the Project Manager’s role, it is anticipated that additional funds will need to be made available for fees and costs associated with specific and additional community outreach work e.g. ongoing community consultation, research into local need and follow-up work to our monitoring and evaluation exercises.